Ch5 Full Test Bank Situational And Contingent Leadership - Test Bank | Leadership Perspectives 3e Roe by Kevin Roe. DOCX document preview.
Chapter5
Type:true-false | |||
Title:Situational and Contingent Leadership | |||
1) | Situational and contingent leadershiptheories suggest that to succeed, a leader needs to adapt their behaviour to match the demands of the situation they face. | ||
a.# | True | The statement is true because effective leadership is considered as dependent (or contingent) upon circumstance and situation with Situational and contingent leadership thinking. Page reference:90-91 | |
In | b.# | False | After years spent in the frustrating search for the Great Man and his traits, writers began to search for a broader answer that embraced the much richer, dynamic and complex map of relationships leaders contend with. The theories suggest anyone can lead providing they use the approach, inferring that leadership can be taught and learnt. Page reference:90-91 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Situational and Contingent Leadership | ||
2) | Reddinargued that a different approach is needed in different organizations. In addition to the attitude the manager held towards his followers and their task, he was convinced there was a third dimension. He produced three-dimensional model based around effectiveness and the task/relationship orientation of the manager.Identify which option represents one of the‘Effective’typesReddinidentified. | |
In | a.# | Autocrat (high task/low relationship) |
This is as this person uses legitimate authority and possibly strong- arming tactics to ensure the task is delivered regardless of the human cost. They are ineffective because they achieve this by fear and individuals will only respond when coercion can be used. Page reference:92-95 | ||
In | b.# | The Compromiser (high task/high relationship) |
This is as this person is of a type that knows what should be done but is either inept or unable to make the right decisions. They may vacillate and procrastinate, usually reacting to the loudest demand first. This means they aim to resolve immediate crises but not the longer term issues that require strategic decisions to be made. Page reference:92-95 | ||
In | c.# | The Missionary (high relationship/low task) |
This is as this person is oriented towards the people in their team, they are classified as ineffective because they are more concerned about maintaining relationships and harmony. This may mean that production could be disrupted by their need to be popular. Page reference:92-95 | ||
d.# | TheExecutive (high task/high relationship): | |
This manager recognizes the importance and primacy of delivering the organization’s requirements but, in order to achieve this, the coordinated effort of every member of his team will be needed. This kind of manager understands people and how to switch them on using motivational techniques. Page reference:92-95 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Hersey and Blanchard’sLife CycleTheory of Leadership | ||
3) | Hersey and Blanchard worked together on the theorythatthere was no one ‘best’ leadership style. This evolved into Situational Leadership Theorylargely driven by the maturing of a follower. What best describesSituational Leadership Theory? | |
a.# | Leaders should adjust their approach to be popular and gain admiration from their subordinates | |
Page reference:95-104 | ||
b.# | The wider environment impacts the subordinates which lead to the popularity of their interpretation of the leader’s approach | |
Page reference:95-104 | ||
c.# | Leaders should adjust their approach to their subordinates according to certain conditions existing in the wider environment | |
Page reference:95-104 | ||
d.# | The wider environment adjusts the leader’s approach according to certain conditions existing in their subordinates | |
Page reference:95-104 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Four ‘More Effective’ Type Descriptors | |||
4) | Reddinbelieved a better explanation of the efficacy of thetaskwould be to ascertain how closely theworkforce arecongruent with the demands of the situations in whichtheyfindthemselves. | ||
In | a.# | True | The statement relates to the worth of the task rather than relative to the effectiveness of the leader. It further considers the suitability of the workforce rather than how the leader changes their approach. Page reference:94-95 |
b.# | False | Reddinbelieved a better explanation of the efficacy of the leader would be to ascertain how closely the manager’s style is congruent with the demands of the situations in which they find themselves. Page reference:94-95 | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Hersey and Blanchard’sLife CycleTheory of Leadership | ||
5) | The Leadership Relationship is based upon the maturity of the follower to assume more responsibility for their actions. According to Hersey and Blanchard, Task Readiness is a term that encompasses aspects of the subordinate’s characteristics. What best describes the attributes needed for Task Readiness? | |
a.# | The subordinate’s skills, knowledge, and ability affects their delivery of a task | |
Page reference:95-96 | ||
b.# | The degree to which an employee is willing to take on responsibility for their actions in relation to task achievement. | |
Page reference:95-96 | ||
c.# | This aspect encompasses themes such as motivation and confidence of the subordinate in their own ability | |
Page reference:95-96 | ||
d.# | This aspect encompasses the leader’s motivation and confidence in their own ability to complete tasks | |
Page reference:95-96 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Hersey and Blanchard’sLife CycleTheory of Leadership | |||
6) | Within Situational Leadership the manager has to make a shift between the two types of leadership behaviour namely, directive/task or relationship/supportive. This creates a stable disconnect relationship between leader and subordinate which is not impacted by ‘real life’. | ||
In | a.# | True | The statement is as it focuses upon a stable relationship rather than reflect the dynamic element that Situational Leadership theory brings to leadership decisions and actions. Further Situational Leadership more accurately reflects ‘real life’ rather than be protected from the impact of ‘real life’. Page reference:95-97 |
b.# | False | Within Situational Leadership, the manager has to make a shift between the two types of leadership behaviour namely, directive/task or relationship/supportive. This creates a dynamic relationship between leader and subordinate that supporters of this approach feel more accurately reflects ‘real life’. Page reference:95-97 | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:The Situational Leadership Model® | ||
7) | TheSituational Leadership Model® begins with two assumptions:that there is a task to be achieved and a set of followers available to deliver the required outcomes. Followers’ readiness is described from R1-R4.Which statementreflects ly thedescriptionfor readiness at R2? | |
a.# | The follower is able to carry out the task demands and they will have technical knowledge but they will be unwilling to try. | |
Page reference:97 | ||
b.# | The follower is motivated to carry out the task and has skills, personal attributes, and confidence to carry out the job. | |
Page reference:97 | ||
c.# | The follower is unable to comply with the task requirements but is willing to try. | |
Page reference:97 | ||
d.# | The follower is unable to carry out the task but they will have technical knowledge and they will be willing to try | |
Page reference:97 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:The Situational Leadership Model® | ||
8) | TheSituational Leadershipmodel offers a degree of flexibility in the leader’s approach. As followers gain skills and confidence, they receive different degrees of support from their manager. Rather than dictating a fixed position, the model encourages the manager to treat people differently and to recognize the dynamic nature of leadership.It is based on 3 assumptions, which below best reflects one of these: | |
a.# | The manager must have the skills and emotional tools to be able to carry off the four different styles sufficiently well to convince the followers these are genuine behaviours. | |
This response is the most accurate in terms of an assumption of Situational Leadership since failure to do this is likely to result in suspicion and the perception of a lack of sincerity on the part of the manager. Page reference:102-103 | ||
b.# | The manager does not need the skill or insight to be able to assess the state of readiness of the followers. They need abilities and background data of them to judge accurately their leadership in terms of its maturity/readiness | |
This response is because the manager needs the skill and insight to be able to ly assess the state of readiness of the followers. They need to have sufficient abilities and background data to be able to judge accurately the status of followers in terms of their maturity/readiness rather than the readiness of the leader. Page reference:102-103 | ||
c.# | As individuals develop their skills and confidence theydo notfollow the development pathof each other asindividuals with differing degrees of maturity or readiness will require the same input from the leader | |
This response is an assumption as within Situational Leadership as individuals develop their skills and confidence it is assumed they will follow the development path. Also individuals with a certain degree of maturity or readiness will all require the same input from the leader. Whereas this response does not concur with the assumptions for individuals within the Situational Leadership Model. Page reference:102-103 | ||
d.# | The manager does not need the skills and emotional tools to be able to carry different styles of leadership to convince the followers these are genuine behaviours. | |
This response ly represents that within the model there is no need for the manager to possess skills or emotional tools to convince the followers of the genuine nature of the response. Page reference:102-103 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Path-Goal Theory | |||
9) | House (1971) developed the Path-Goal Theory by suggesting a leader should aim to improve followers’ performance by enhancing their motivation. The modelthat draws on Vroom’s (1964) ideas on motivation called Expectancy Theory. | ||
a.# | True | The statement is a true explanation of the formation by House of Path-Goal Theory. Page reference:105 | |
In | b.# | False | The statement is an explanation drawn from the chapter and reflects the origins of Path-Goal Theory from Vroom’s motivational model. Page reference:105 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Fiedler’s ContingencyTheory | ||
10) | Fiedler’s(1967)approachsuggestedthat the effectiveness of a leader was contingent upon distinct factors or situational dependent variables. Fiedlerdevelopedthe Least Preferred Co-Worker (LPC) scale and considered Situational favourablenessbyestablishing complex set of interacting variables. Whichoption belowmost accurately describes these: | |
a.# | Task structure- A poorly structured type tasktypified by its clear set of stagesandwell tried and tested process. There are manyoptions in termsitscompletion. | |
This response isexplanation of Task Structure. Task Structure within Fiedler’s Contingency Theory relates to ahigh structure type taskwhichis typified by a clear set of stages or a well tried and tested process, an unambiguous desired outcome, and a lack of options in terms of how the task is to be completed. Page reference:108-110 | ||
b.# | Leader–member relationsreflects the degree of trust and confidence each party (leader and follower) has in each other, and how attracted the group members feel towards each other. | |
This response is an accurate description of Leader-Member Relations as identified within Fiedler’s model. Page reference:108-110 | ||
c.# | Positional power-those without of authority are judged to have strong power relationships, whereas, in contrast, those with high levels of authority are judged to have weak power relationships. | |
This response is an explanation of Positional Power. Positional Power relates to those with high levels of authority who are judged to have strong power relationships, whereas, in contrast, those with little authority are judged to have weak power relationships. Page reference:108-110 | ||
d.# | Leadership and Neutralizers - substitutes describe the characteristics of the task, organization, or followers that make leadership behaviours either irrelevant or unnecessary and render relationship and/or task oriented leadership impossible | |
This response refers to the work ofKerr andJermier. Theirview was that, by considering each of these items, their effect on both supportive (relationships) or instrumental (task) leadership could be calculated.These do not reflect variables depicted byFiedler’s contingency theory. Page reference:108-110 | ||
END OF QUESTION | ||